Panel Notes – Dot points - D Henderson
1. How do you maximise an intelligence team’s effectiveness?
- First principles thinking - Traditional methods – Eg direction /intel
cycle
- Robust processes without being too draconian
- Understanding what’s being asked of the intel organisation – eg the
PIRS being asked of you – always review and evaluate
- Cross functional teams
- Organisation of your SMEs
- Understand the risk and accept the risk
2. What perspectives create the most robust intelligence outputs?
- Clear direction and understand your purpose within the system
- Don’t duplicate – use products already created
- Liaison is key! Critical to the success of the system
- The intel function needs to be simplified, unified and Integrated
(Strategic, Operational, Tactical)
- Moveable & Transferable & Diverse workforce - Change with the
times (eg HR workforce planning)
- Credibility
3. How have intel igence teams evolved in recent times to meet your
challenges?
- MoH – COVID 19 – Policy - Decision making
- Public facing Intel igence
under the Official Information Act 1982
- Once you show what Intel igence can do for decision makers they wil
want more – expectation management
- Flexible working arrangements and the chal enges within the IT
environment
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- Talent management within a mobile workforce
4. What techniques have you used to create innovation in the workplace?
- Everyone has a voice/col aborate
- Question and listen to diverse thoughts and ideas.
- Evaluate and review and capture lessons learnt.
- Functional teams/task organised across outputs
- Give opportunity to lead a process or function, bring new ideas
- Look to other organisations
5. What policies have you seen advance the intelligence discipline most
significantly?
- COVID -19 health orders and policy decisions drove the requirement
to have good intel understanding
- Health reforms – Co-governance process
- Intel led – strategy, policy, and operations
6. How have you seen efforts to foster workplace innovation flounder?
1982
- Paralysis by analysis
- Intel igence for the sake of doing intel igence
Act
- Poor relationship management and liaison
- No what you can influence and what you can’t
- Dealing with “big data”
- Too much col ection not enough analysis
7. What advice would you have for intelligence leaders and aspiring
Information
leaders for the coming years?
- Be a leader/manager and focus of the wider outputs
- You don’t have to be the SME for ever
Official ything
- Trust your people – don’t micro-manage
- Make a decision, that’s wh
the y you’re there
- Own the risk
- Work life balance of your staff and yourself
under
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